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WE-05PD Concurrent Session 2:00-3:15pm
Building and Leading Effective Teams Damita Goods, DBA
4/10/2017
1
BUILDING AND LEADING EFFECTIVE TEAMS
TSMSS CONFERENCE
DR. DAMITA GOODS, DBA, MBA IRIS BOYD, DBA, MBA FACILITATOR CONTENT CONTRIBUTOR DR. I
Dr. Damita L. Goods, DBA, MBA - Content
Contributor/Presenter
• My professional background includes an array of various
academic leadership positions such as: Associate Vice Provost,
Campus Dean and Faculty. In Corporate America environment
the following positions have been held: Sr. Training Developer,
Training Consultant, Learning and Performance
Manager/Director, Instructional Designer/Facilitator. While in
these roles, there were plenty of opportunities to focus on
Effective Communication and Team Building skills.
• I currently hold a DBA in Management & Human Resources
from Argosy University, and working to finalize an EdD in
Organizational Leadership with Grand Canyon University.
• I attend public schools in South Carolina, and moved to North
Carolina after undergraduate studies at Winthrop University.
My career began as direct care worker in intermediate care
facilities. After 21 years in human/health services, I began a
career in Higher Education. Positions held: Dean of Faculty,
Campus Dean, Regional Quality Improvement Director,
Director of Training and Development, Director of Quality
Assurance, Home Health Account Manager, Case Manager,
Residential Director and Independent Training Consultant.
Experienced in: Effective Communication, Building strong teams
and Quality and Risk Management. I earned the opportunity to
become an endorsed state trainer during the 2006 Mental
Health Reform in North Carolina.
• Educationally: earned a DBA in management, professional
certificate in human resource management from argosy
university, and a masters degree in Business Administration
from Pfeiffer University. Currently, a Masters in Health Service
Administration concentrating in Long-Term Care.
WORKSHOP AGENDA
• Learning Objectives
• Introductions
• Essential Management Skills
• Mastering Core Business Skills
4/10/2017
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LEARNING OBJECTIVES
After this workshop, you will be able to:
• Build and lead an effective team
• Use essential management skills
• Master core business skills in a flexible modular
• Improve your ability to influence and motivate others
LEARNING OBJECTIVES
• Develop and use coaching strategies
• Identify coaching strategies for all team members
• Manage oneself and lead others
INTRODUCTIONS
Icebreaker
4/10/2017
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ESSENTIAL MANAGEMENT SKILLS
• Engaging
• Open and informal communication
• Interpersonal skills
• Value teamwork and collaboration
• Customer focused and quality conscious
• Engage and empower their teams
ESSENTIAL MANAGEMENT SKILLS
• Have team meetings
• Receptive to change and recommendations from team members
• Involved in improving team processes and capabilities
• Maintains accountability for results
• Mediate interpersonal and inter-team conflicts
CORE BUSINESS SKILLS
• Identifying the core business functions
• Integrating the new and seasoned leaders
• Launching the team
• Operational reviews for cohesiveness and effectiveness
• Obtaining feedback
• Debriefing after completion of projects
• Evaluate the team’s performance
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WHAT IS AN EFFECTIVE TEAM?
• Diverse
• Established leadership
• Geographically dispersed in some organizations
• Strong teams –right mix and good relationships
• Supportive – resources & foster teamwork
• Shared mindset – sharing knowledge to establish effective collaboration
(Cardinal, 2015)
EVALUATE YOUR CURRENT TEAM
USING A SCALE OF 1 TO 3 1 (LOWEST) AND 3 (HIGHEST)
• Output
Are your customers satisfied with the quality and delivery of your team’s service?
• Collaboration
Does your team dynamics allow the team to work well together?
• Effectiveness
Does the team have a common goal?
Do you have the right number of people on the team?
Do the team have clear acceptable conduct norms?
(Haas & Mortensen, 2016)
BUILDING YOUR TEAM
Is an effective team large?
• Large teams experience communication problems, fragmentation, and
limited accountability
• Impacts collaboration by limiting the information shared with other
team members, press others to conform, and shift blame to others, for
example.
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BUILDING TEAM COMPETENCIES
• Skills
• Knowledge
• Traits
• Motives
(Leggatt, 2007)
TEAM LEADERSHIP
• From your current team’s evaluation, what type of leadership style is need?
What are Leadership Styles?
SIX STYLES LEADERSHIP
• Coercive Leadership – Do what I tell you?
• Pace-setting Leadership – Do as I do?
• Authoritative Leadership – Come with me
• Affiliative Leadership – People comes first
• Democratic Leadership – What do you think?
• Coaching Leadership – Try It!
(Goleman, n.d.)
4/10/2017
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WHAT’S YOUR STYLE?
Take 10 minutes to complete the Leadership Style Assessment.
Beside each statement, circle the number that best represents how you feel about the statement by
using the following scoring system:
•Almost Always True — 5 •Frequently True — 4 •Occasionally True — 3 •Seldom True — 2 •Almost Never True — 1
(http://www.nwlink.com/~donclark/leader/survstyl.html)
LEADERSHIP ESSENTIALS
• Inspires
• High integrity and honesty
• Solves problems
• Analyzes issues
• Drives results
LEADERSHIP ESSENTIALS
• How can your leadership style impact your team’s ability to collaborate?
• How can your leadership style impact your team’s communication?
• With teams being more complex, how do you manage a team that is diverse, virtual and
geographically dispersed?
• How can you use your leadership style to decrease large team vulnerabilities?
4/10/2017
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LEADERSHIP INFLUENCE AND PERSUASION
Influence and Persuasion are not the same.
Influence ability to affect ones thinking even without speaking.
Persuasion is deliberate and uses reasoning to get someone to do
something.
6 FACTORS OF PERSUASION THAT INFLUENCE
1. Authority – credible expert
2. Likeable – trusted
3. Reciprocity – owe one
4. Consistency – consistent
5. Scarcity – scarce commodity
6. Consensus – popular choices
www.youtube.com/watch?v=cFdCzN7RYbw&list=UU8IMseLCZx2BZe3thxHXnog&index=1&feature=plcp
(Kendrick, 2012)
HOW LEADERS CAN INFLUENCE
• Visibility
• Manners
• Gaze
• Space
• Voice
• Gestures
• Touch
• Smile
• Speed
• Communication
(HR Berkley)
4/10/2017
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COACHING STRATEGY FOR TEAM COMPETENCY
• Coaching starts with the leaders understanding why you are coaching and
what actions need to be taken.
• Coaching focuses on team learning and growth.
• Purpose is to increase effectiveness, broaden thinking, identify strengths,
and set and achieve challenging goals.
(Frankovelgia, 2010)
LEADERSHIP COACHING STRATEGIES
• Building the relationship
• Providing assessment
• Challenging thinking and assumptions
• Supporting and encouraging
• Driving results
(Frankovelgia, 2010)
DEVELOPING YOUR STRATEGY………..
4/10/2017
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YOUR COACHING PLAN
1. What is the purpose of coaching? What is your focus?
________________________________________________________________________________
2. What is your role and contribution in the process?
________________________________________________________________________________
3. What is the flow of communication? What is team structure?
_______________________________________________________________________________
4. Is a learning environment created? Is the team engaged?
_______________________________________________________________________________
5. What is your relationship and level of influence on the team?
_________________________________________________________________________________
MANAGING ONESELF
Self-awareness requires…
• Reflecting on what was learned to prevent repeating the same mistake.
Self managing requires …..
• Controlling ones emotions and adapting to change
• Reducing ones stress
• Self-awareness is leadership development
(Bell, 2011)
LEADING OTHERS
• Value ideas
• Establish team values
• Awareness of team morale
• Facilitate and have clear communication
• Encourage trust and cooperation
• Act as a harmonizing agent by resolving minor disputes quickly
• Delegate tasks
• Listen
• Build consensus
4/10/2017
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USING WHAT YOU HAVE LEARNED TO INFLUENCE AND MOTIVATE OTHERS
Using what you have learned today about your leadership style, how you
influence and motivate your team, what are your barriers to developing or
maintaining an effective team?
LEADING AND EFFECTIVE TEAM CLOSING THOUGHT
“Leadership is not exerting power over others or exhorting them to follow
you. Rather, it results from your example of empowering others to step up
and lead. Leaders do that by learning to lead themselves, becoming self-
aware and behaving authentically.” (Bell, 2011)
RESOURCES
Bell, G. (2011). Leadership starts with self-awareness. Star Tribune. Retrieved from:
http://www.billgeorge.org/page/leadership-skills-start-with-self-awareness.
Cardinal, R. (2015). 5 Steps to building an effective team. Huffington Post. Retrieved from:
http://www.huffingtonpost.com/rosalind-cardinal/5-steps-to-building-an-effective
-team_b_7132406.html
Frankovelgia, C. (2010). The key to effective coaching. Forbes. Retrieved from:
http://www.forbes.com/2010/04/28/coaching-talent-development-leadership-managing-ccl.html
Goleman, D. (n.d.). 6 Leadership styles. Retrieved from: http://www.mbaknol.com/strategic-
management/six-leadership-styles-by-daniel-goleman/
Haas, M. & Mortensen, M. (2016). Seven secrets of great teamwork. Harvard Business Review, pp. 71.
4/10/2017
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RESOURCES
Kendrick, D. T. (2012). 6 Principles of Persuasion. Psychology Today.
Leggatt, S. G. (2007). Effective health care teams require effective team members: Defining teamwork competencies. BMC Health
Services Research. 7: 17. Doi: 10.1186/1472-6963-7-17.
Navarro, J. (2012). 10 Effective ways leaders can influence others through nonverbal communication. The Art of. Retrieved from:
http://www.theartof.com/articles/10-effective-ways-leaders-can-influence-others-through-nonverbal-communications.
Porter, D. (2015). Mission possible: Building an effective business continuity team in seven steps. Journal of Business Continuity &
Emergency Planning, 9:3.
L e a d e r s h i p S t y l e S u r v e y
This questionnaire contains statements about leadership style
beliefs. Next to each statement, circle the number that
represents how strongly you feel about the statement by using
the following scoring system:
o Almost Always True — 5
o Frequently True — 4
o Occasionally True — 3
o Seldom True — 2
o Almost Never True — 1
Be honest about your choices as there are no right or wrong answers — it is only for your own
self-assessment.
L e a d e r s h i p S t y l e S u r v e y
1. I always retain the final decision making authority within my
department or team.
5 4 3 2 1
2. I always try to include one or more employees in determining
what to do and how to do it. However, I maintain the final
decision making authority.
5 4 3 2 1
3. My employees and I always vote whenever a major decision has to
be made.
5 4 3 2 1
4. I do not consider suggestions made by my employees, as I do not
have the time for them.
5 4 3 2 1
5. I ask for employee ideas and input on upcoming plans and
projects.
5 4 3 2 1
6. For a major decision to pass in my department, it must have the
approval of each individual or the majority.
5 4 3 2 1
7. I tell my employees what has to be done and how to do it. 5 4 3 2 1
8. When things go wrong and I need to create a strategy to keep a 5 4 3 2 1
project or process running on schedule, I call a meeting to get my
employee's advice.
9. To get information out, I send it by email, memos, or voice mail;
very rarely is a meeting called. My employees are then expected to
act upon the information.
5 4 3 2 1
10. When someone makes a mistake, I tell them not to ever do that
again and make a note of it.
5 4 3 2 1
11. I want to create an environment where the employees take
ownership of the project. I allow them to participate in the
decision-making process.
5 4 3 2 1
12. I allow my employees to determine what needs to be done and how
to do it.
5 4 3 2 1
13. New hires are not allowed to make any decisions unless it is
approved by me first.
5 4 3 2 1
14. I ask employees for their vision of where they see their jobs going
and then use their vision where appropriate.
5 4 3 2 1
15. My workers know more about their jobs than me, so I allow them
to carry out the decisions to do their job.
5 4 3 2 1
16. When something goes wrong, I tell my employees that a procedure
is not working correctly and I establish a new one.
5 4 3 2 1
17. I allow my employees to set priorities with my guidance. 5 4 3 2 1
18. I delegate tasks in order to implement a new procedure or process. 5 4 3 2 1
19. I closely monitor my employees to ensure they are performing
correctly.
5 4 3 2 1
20. When there are differences in role expectations, I work with them
to resolve the differences.
5 4 3 2 1
21. Each individual is responsible for defining his or her job. 5 4 3 2 1
22. I like the power that my leadership position holds over
subordinates.
5 4 3 2 1
23. I like to use my leadership power to help subordinates grow. 5 4 3 2 1
24. I like to share my leadership power with my subordinates. 5 4 3 2 1
25. Employees must be directed or threatened with punishment in
order to get them to achieve the organizational objectives.
5 4 3 2 1
26. Employees will exercise self-direction if they are committed to the
objectives.
5 4 3 2 1
27. Employees have the right to determine their own organizational
objectives.
5 4 3 2 1
28. Employees seek mainly security. 5 4 3 2 1
29. Employees know how to use creativity and ingenuity to solve
organizational problems.
5 4 3 2 1
30. My employees can lead themselves just as well as I can. 5 4 3 2 1
In the table below, enter the score of each item on the above questionnaire. For example, if
you scored item one with a 3 (Occasionally), then enter a 3 next to Item One. When you have
entered all the scores for each question, total each of the three columns.
Item Score Item Score Item Score
1 ______ 2 ______ 3 ______
4 ______ 5 ______ 6 ______
7 ______ 8 ______ 9 ______
10 ______ 11 ______ 12 ______
13 ______ 14 ______ 15 ______
16 ______ 17 ______ 18 ______
19 ______ 20 ______ 21 ______
22 ______ 23 ______ 24 ______
25 ______ 26 ______ 27 ______
28 ______ 29 ______ 30 ______
Total _____ Total _____ Total _____
Authoritarian
Style
Participative
Style
Delegative
Style
autocratic democratic free reign
This questionnaire is to help you assess what leadership style you normally operate out of.
The lowest score possible for any stage is 10 (Almost never) while the highest score possible
for any stage is 50 (Almost always).
The highest of the three scores in the columns above indicate what style of leadership you
normally use — Authoritarian, Participative, or Delegative. If your highest score is 40 or
more, it is a strong indicator of your normal style.
The lowest of the three scores is an indicator of the style you least use. If your lowest score is
20 or less, it is a strong indicator that you normally do not operate out of this mode.
If two of the scores are close to the same, you might be going through a transition phase,
either personally or at work, except if you score high in both the participative and the
delegative then you are probably a delegative leader.
If there is only a small difference between the three scores, then this indicates that you have
no clear perception of the mode you operate out of, or you are a new leader and are trying to
feel out the correct style for yourself.
Retrieved from: http://www.nwlink.com/~donclark/leader/survstyl.html/
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